QuantumPMhttp://www.quantumpm.com
Simplify the way you workThu, 30 Jul 2015 18:48:53 +0000en-UShourly1http://wordpress.org/?v=4.2.3The Evolution of Business Intelligencehttp://www.quantumpm.com/2015/06/29/the-evolution-of-business-intelligence/
http://www.quantumpm.com/2015/06/29/the-evolution-of-business-intelligence/#commentsMon, 29 Jun 2015 18:48:49 +0000http://www.quantumpm.com/?p=5510Ah, the good-old eighties. The decade that gave us Tom Cruise dancing in his underwear, power ballads by Journey, and the emergence of the data warehouse. That’s right, the data warehouse! More than 30 years ago, the birth of the data warehouse allowed business leaders to adopt a set of techniques and technologies aimed at…

]]>Ah, the good-old eighties. The decade that gave us Tom Cruise dancing in his underwear, power ballads by Journey, and the emergence of the data warehouse. That’s right, the data warehouse! More than 30 years ago, the birth of the data warehouse allowed business leaders to adopt a set of techniques and technologies aimed at transforming raw data into meaningful information, a process which is commonly known today as business intelligence (BI). Thanks to these warehouses, batches of operational data could be copied to a centralized pool of data designed to facilitate access and analysis. Queries could be run on the stored data without affecting the live data. Fast forward a few years and by the early 1990s online query and reporting tools resembled modern spreadsheets, which made BI accessible to business managers for the first time.

Perhaps most problematic in developing the data warehouse has been maintaining data quality. Because the source data can come from a wide range of Enterprise Resource Planning (ERP) software and other legacy systems, inconsistencies are inevitable. Over time, poor data quality can erode managers’ confidence in the analysis, or worse, lead to faulty decision-making.

Corporate-wide data warehouses were followed by department-specific data marts, which further accelerated the process of getting information to managers for the purpose of better decision-making. Soon non-technical business leaders wanted to be able to drill-down to learn more, conducting their own analysis. This form of business analytics depended on an internal IT resource who possessed a deep knowledge of the business, allowing him to anticipate his co-workers’ most frequently asked questions. Cubes or data tables were then developed to allow click through-analysis along pre-determined lines of inquiry.

The development of Online Analytical Processing (OLAP) cubes provided the next foundational shift in the evolution of BI. These allowed managers to slice-and-dice a subset of data in a cube from lots of different angles. OLAP cubes offered the promise of identifying hidden data relationships and correlations, revealing previously veiled insights and actionable intelligence.

Soon after, software companies saw a burgeoning new market. They began offering packaged business analytic applications targeted at particular user groups. Although these applications are often called BI applications, the range of data assessed is usually narrower than true BI. Rather than working from company-wide data in a data warehouse, these off-the-shelf apps usually bundle an OLAP cube with a BI reporting tool and a dashboard.

These applications are typically deployed as a tactical solution to a specific problem. Users often selected a tool without consulting IT or Finance, thus creating a new silo of information. Ownership for some has resided with data analysts or IT techs, while others have been acquired independently by users for their department’s use.

Data Integration Proves Troublesome

As BI has evolved, the greatest challenge has been how to integrate data from different systems accumulated over many years. Traditionally, data flowed from source systems to data warehouses and then to data marts to be used for BI purposes. Moreover, source data can also come from customer-facing applications, suppliers, and other external sources.

The solution to this data-integration dilemma may lie in BIAdvantage, QuantumPM’s newly launched business intelligence software for corporate leaders seeking a business-rules driven, yet easily customized and affordable BI solution.

According to our CEO, Rose Blackburn, the biggest benefit of BIAdvantage is that CEOs and other executives can gain a competitive edge knowing that their decisions are based on the most accurate data available. “They no longer need to fear making the wrong decision because of faulty data or human data-entry errors,” Rose said. “Because BIAdvantageautomatically extracts pertinent information directly from the source-of-record, accuracy and timeliness are assured.“

BIAdvantage is a cloud-based Software-as-a-Service (SaaS) solution. Its easily customizable rules engine lets users measure and monitor the data that is critical to making important business decisions within their unique organization. Because BIAdvantage users can capture accurate organizational information in a single BI platform, they gain a better understanding of key business indicators. This creates a nimble organization that is able to respond to an ever-changing market place.

As a SaaS offering,BIAdvantageruns on the Microsoft Azure Cloud. The software’s unique architecture allows it to extract data from a system, analyze it, and combine it with data from other systems. As an example, BIAdvantage can take data from Project Online or SharePoint Online, combine it with Salesforce data, and perform automated data analyses in a secure cloud.

The resulting output can be delivered in various customer-specified formats such as PowerPoint slide decks, multi-page Word documents, and custom dashboards, giving users an “anyway you want it, that’s the way you need it” BI solution.

]]>http://www.quantumpm.com/2015/06/29/the-evolution-of-business-intelligence/feed/0To Err is Human but Accurate Data is Divinehttp://www.quantumpm.com/2015/06/15/to-err-is-human-but-accurate-data-is-divine/
http://www.quantumpm.com/2015/06/15/to-err-is-human-but-accurate-data-is-divine/#commentsMon, 15 Jun 2015 17:52:13 +0000http://www.quantumpm.com/?p=5429Software’s Ability to Play Nice with Others Saves Time, Reduces Errors and Increases Profits In a perfect world, all of your business software – CRMs, HR systems, financial systems, etc. – would integrate well with each other, allowing you to automatically extract, consolidate and report on pertinent data for the purpose of better decision-making. This…

]]>Software’s Ability to Play Nice with Others Saves Time, Reduces Errors and Increases Profits

In a perfect world, all of your business software – CRMs, HR systems, financial systems, etc. – would integrate well with each other, allowing you to automatically extract, consolidate and report on pertinent data for the purpose of better decision-making. This level of integration would also reduce human errors by cutting down on data re-entry, thereby saving boatloads of time and money. Unfortunately, we live (and work) in a not-so-perfect world.

Let’s take a quick look at each of these big benefits.

Everyone can agree on the importance of saving time – time that could be used to develop new products, provide a higher level of customer service, improve internal processes, or better manage your staff. One of the most effective ways to save time is to integrate and share information from one system’s database to another. This ability to share key information at crucial times helps streamline operations and helps you make better decisions about your area of responsibility, be it at the organization, department or project level.

The avoidance of human error is something few organizations have mastered. There is always a human element to a business process. The goal, however, should be to limit the opportunity for human error to the greatest extent possible. When systems can integrate data between each other, either directly or through a third-party solution such as BIAdvantage, the chance that human error may occur is greatly diminished.

BI Advantage, an easily customized cloud-based business intelligence rules engine, sets itself apart from the “self-serve” business intelligence solutions on the market because it pulls data directly from the source record. This eliminates the need to base your decisions on second or third-generation data, and at the same time limits human interaction with the data thereby lessoning the chance for error. Lesser products commonly used for business intelligence purposes, like Excel for example, require manual entry of source record data as opposed to automated data import. This process is flawed if the goal is to limit mistakes.

Ultimately, what you (and your key stakeholders) seek most are profits. These elusive profits are more easily realized when decisions are based on “perfect” data. While the search for perfect data is never-ending, BIAdvantage comes close to making this panacea a reality. Users are able to access, consolidate, review, and share via customized reports the most up-to-the-minute and accurate data directly from the source record. This level of integration, and the collaboration that it fosters, results in nearly perfect data on which to base your money-making decisions.

When this powerful product functionality is combined with our 15 years of consulting experience, the result is a profit-enabling business intelligence solution that C-suites everywhere can trust to help run their business.

As we’ve illustrated, a wide range of benefits flow from integrated, consolidated and automated data. The ability to access, review, amend, and base decisions on data contained in one centralized database – no matter what business software originally generated it — ensures that you can quickly react to changing market conditions and stay ahead of the competition, thereby generating the profits you so eagerly seek.

Let us know if you would like more information on eliminating human errors from your data.

]]>http://www.quantumpm.com/2015/06/15/to-err-is-human-but-accurate-data-is-divine/feed/0Microsoft Project Online or Project Server – Which is right for my company?http://www.quantumpm.com/2015/03/03/microsoft-project-online-project-server-right-company/
http://www.quantumpm.com/2015/03/03/microsoft-project-online-project-server-right-company/#commentsTue, 03 Mar 2015 20:12:29 +0000http://www.quantumpm.com/?p=5252Cloud computing appears to be the direction for thousands of organizations with greatly increasing growth rates. In fact, the 2015 anticipated spending for end users is expected to be more than $180 billion, according to Gartner, a leading IT analyst group. I wouldn’t be surprised if that number turns out to be a low estimate once…

Cloud computing appears to be the direction for thousands of organizations with greatly increasing growth rates. In fact, the 2015 anticipated spending for end users is expected to be more than $180 billion, according to Gartner, a leading IT analyst group. I wouldn’t be surprised if that number turns out to be a low estimate once all is said and done. Our own experience as consultants in Microsoft Technologies, Project Portfolio Management (PPM), and Business Intelligence certainly says the trend is accelerating. We are seeing all types of business, all sizes (from a small group of 4 or 5 to an organization of hundreds of thousands of users), and even government agencies showing interest and moving to the cloud. There are many benefits and many things to consider if you are one of these organizations.

There’s no question that Microsoft Project / Project Server is the gold standard when it comes to PPM software because of its ability to keep track of individual projects, resources assigned, budget and workload analysis, and so much more. But in the past, organizations could only obtain these capabilities with an on premise or a hosted system. To install the system on premise, it would typically require six weeks to order and install equipment. It also required an organization to have a working understanding of SQL and SharePoint. The cost for the IT infrastructure and the knowledge required to support it made the system unreachable for many companies.

If Microsoft is your choice for a PPM solution, you now have options:

Project Server 2013 is the current version of the on premise solution and work is underway for the next full on premise release.

Microsoft Project Online is the cloud version of the system. It stands out for its ability to scale from small teams to enterprise level organizations.

Regardless of the option chosen, you have the ability to start with a simple solution and then grow over time with added capabilities. There are no hidden costs and all of the features available to a large enterprise are available to the smallest of teams. Here are a few of the things to review when considering the cloud version:

Ease of Use – With the familiar look and feel of Microsoft technologies and access from any browser, the solution is configurable to your company’s needs. You can set it up with unique views for different groups of users and even use it with many different devices including tablets and phones.

Security – If you’re concerned about security in the cloud, Microsoft’s cloud solution has the highest possible security certifications including HIPPA and Government compliance (FedRAMP). Your data is encrypted and backed up so that you have access when you need it without having to create your own backup and recovery procedures. You control the security levels for access by your personnel through familiar methods such as active directory (AD) and role-based designations.

Price – If price is your main deciding factor, consider the total cost of ownership (TCO) which is much smaller for Project Online than for other options. Because it requires no IT infrastructure, infrastructure expenses and ongoing administration are eliminated. The system provides 3 different types of user licenses so you only buy the level you need (Project Lite, Full Project Web Access (PWA), and PWA +Project Professional).

Reporting – The system comes standard with built-in filter and view capabilities as well as Excel Reporting Services. If that’s not enough, you have Power BI, and more available to you. Need even more? There are ways to link the solution to other on premise or cloud-based reporting capabilities.

Customization – Maybe this all sounds good but you need your solution to be customized to your needs. Perhaps you need to integrate with other systems or you need to be able to use reporting solutions that aren’t available with Project Online. No worries, those problems can be solved with a customized cloud offering. Azure offers great flexibility for custom integration, enhanced reporting and connections to other line-of-business solutions. In addition, Project Hosts, our private cloud hosting partner, is also ready to help. With this option, you can control the timing of updates, use SQL Reporting or other solutions, and still experience all of the freedom and security provided by a cloud solution.

Not sure if this is right for you? We get it. Not everyone is ready to move to the cloud and they have very good reasons to stay where they are. If your organization is one of those, Project Server is still available as an on premise solution with the same capabilities and features as the cloud version.

We hope this set of considerations is helpful. With the business trend growing toward cloud adoption, regardless of company size, it’s nice to have the option of Project Online. If you’re still not sure, we’re happy to help you make a more specific comparison or you can read more about the product here.

]]>http://www.quantumpm.com/2015/03/03/microsoft-project-online-project-server-right-company/feed/0The View from the Top Can be Cloudedhttp://www.quantumpm.com/2015/02/10/project-managment-consultant/
http://www.quantumpm.com/2015/02/10/project-managment-consultant/#commentsTue, 10 Feb 2015 18:26:44 +0000http://www.quantumpm.com/?p=5224Its human nature to more easily retain lessons learned from error or poor judgment than from success. However, the key to applying the lesson to future projects is to self-reflect on what went wrong and adapt the principle to the new situation. I have learned the hard way not to blindly agree to the scope,…

]]>Its human nature to more easily retain lessons learned from error or poor judgment than from success. However, the key to applying the lesson to future projects is to self-reflect on what went wrong and adapt the principle to the new situation. I have learned the hard way not to blindly agree to the scope, budget and timelines on a project simply because they came from the C-level executive. I have assumed in the past that these executives knew their business and who was I to question? In truth, as an experienced project management consultant, they needed me to see the situation with a fresh perspective. Their view was obstructed by poor peer-to-peer communications and no effective collaboration system. The take away from this experience is that the view from high on the corporate ladder is not necessarily the clearest. My position provides a closer look at the real problems. Now I trust my instincts and don’t allow the C title to cloud my vision.

I applied this lesson recently when C-Level executives at a respected financial services company could not get a pulse on the organization’s health. The different offices, COO, CFO and CEO were not sharing information on a regular basis and important reports were falling thru the cracks. Unclear business metrics and laborious monthly report processes compounded the problem. The executive sponsors then took the initiative to create a project for this problem and reached out to me to lead and deliver the solution. Instead of being intimidated by the executives, I did my due diligence to see if they were on target with the root of the problems. The deeper I dug I found that the executives themselves were a huge part of the problem. They were used to delegating instead of communicating. The organization had unclear and undefined metrics and low adoption of collaboration software leading to inefficient processes. They were unaware of this due to the fact that communication only flowed downhill. Even communication between fellow C-level execs was at a minimum. There was little to no feedback from employees.

One of the solutions I implemented was a Weekly Executive Forum. This forced the C-level executives to participate in two way communication both horizontally with each other and vertically within the organization. Each department had 10 minutes to give status updates and to ask what they needed from others. Obstacles for compliance to processes were discussed. It was made clear this was not a time for debate nor was it an awards ceremony, just a time for clear communications. Technology, processes and logistics were all tied together for success.

Additionally, the executive and staff already had a collaboration system in place. However the processes were too complicated and no one really knew how to use them. They defaulted back to old school methods of sharing information including printing out endless copies of reports. Instead of adopting the new system, staff skipped certain steps, augmented the system with their own familiar one or just didn’t use it at all. This meant taking a hard look at the logistics in place and evaluating the technology, processes, people, location, etc. Ultimately the key to employee buy in of any collaboration system is to show its value. Employees didn’t understand why the change had been made to the new system. Once trained, they could see how much time and energy could be saved.

In the end the results were spectacular. We were able to transform executive chaos into organized collaboration and the organization is still using the solution years later. I personally have learned that it is okay to say no to a C-level executive. Their position doesn’t always mean they have the whole picture in view. As a project manager, I will trust my own instincts and let the years of experience be my guide.

]]>http://www.quantumpm.com/2015/02/10/project-managment-consultant/feed/0Simplify the Way You Workhttp://www.quantumpm.com/2015/01/06/simplify-way-work/
http://www.quantumpm.com/2015/01/06/simplify-way-work/#commentsTue, 06 Jan 2015 16:49:40 +0000http://www.quantumpm.com/?p=5203Simplify the way you work. This has been QuantumPM’s tag line for many years and we absolutely believe in it. Our Project Management consultants want to offer you a better way to start 2015. Here are some ideas on how to get a fresh start on your projects and everything else you do at work? Laurie’s thoughts: Organizing…

Simplify the way you work. This has been QuantumPM’s tag line for many years and we absolutely believe in it. Our Project Management consultants want to offer you a better way to start 2015. Here are some ideas on how to get a fresh start on your projects and everything else you do at work?

Laurie’s thoughts: Organizing your work life

Whew! The craziness and fun of the holiday season is over and now it’s time to get organized and ready for the year at hand. I have a lot of cleaning up to do – sorting, tossing, organizing and all the other things we all do at this time of the year. But, I don’t want to just de-clutter my “stuff”, I also want to focus on ways I can simplify my work life (and personal life) so I can find more time to enjoy the things I love and learn something new. There are many approaches to this; here are my top strategies for getting it done. It’s time for a fresh start so let’s get going!

Clarify what you’re doing and why. Are your goals for the year clear? Do you know your part in the bigger picture and how you can make an impact on your job and the organization? If yes, congratulations! Now write it down and review it periodically to stay on track. If not, now would be a good time to have a discussion with your boss and teammates to clarify those goals. Once defined, break them into actionable steps and communicate them with your teammates so everyone has the same vision. Focusing an organization to move in the same direction, with the same goals, takes effort. But if you communicate clearly and help people understand their place in the plan, you may actually get there!

Review company processes and figure out what’s working and what’s not. If it’s working, leave it alone. But if there are issues with processes you’ve been using and people seem confused, it’s probably time to re-evaluate and refresh them. It’s a huge waste of time and energy to keep doing the same thing, in the same way, just because it’s always been done that way. Take time to rethink common processes to make them more efficient and easier to follow and then communicate the changes to your team. It’s a great feeling and relief when your ship is sailing smoothly and people are on board with what they need to do! Solid processes will make that a reality.

Look ahead at what’s coming to help avoid problems. What does the year ahead have in store for you? None of us have crystal balls but we can anticipate things on the horizon that could affect our workload. Don’t wait to the last minute. Evaluate upcoming issues now and set up some preliminary plans on how to address them. It might be a new customer, a teammate going on leave, or a company certification that needs to be completed. Whatever it is, analyze the potential impacts and work with your teammates to identify how you can mitigate the situation. Planning ahead is a great way to relieve stress and save time!

The common threads in all of these strategies is to communicate and work with your team. Don’t try to solve issues in a bubble. We each have our own unique perspectives and when we collaborate and bring those perspectives together, a lot of valuable ideas and solutions can be realized. Make this a year where you get organized ahead of the game and stay there!

Rose’s thoughts: Simplification isn’t simple

As usual, Laurie put some great ideas together about getting organized in the New Year. The same techniques can be used for your projects but I’d add an emphasis on team communication. It’s critical and key to keeping your projects organized and on track. As Project Management consultants, when we look at projects, communication is the one factor that is usually done poorly and can derail the entire project. But that’s just one area to improve on. Here are some things you can do to keep your projects moving forward in a positive way in the New Year.

Talk about your project – People are often much more receptive to hearing about changes at the beginning of a new year. Since every project is going to change the way things work for someone, there is no better time to let people know what’s happening on your project than now. A very wise person once told me that major changes need to be communicated seven times in seven different ways. The bottom line is that all of us are very busy and messages can easily be missed, ignored, or misinterpreted. So start talking about your project now and then keep sharing information! Communication needs to be interesting, engaging, and delivered in a variety of ways so that it is actually heard and understood as intended. Take advantage of the New Year as one more reason to let people know what’s going on.

Project scope – The beginning of a new year is a great time to refresh this message. People have been enjoying the holidays and they probably haven’t spent a lot of time thinking about the project. When you communicate, make sure that the message you send is crystal clear: what’s in scope, what’s not in scope, and what’s changed.

Clarity of roles – It’s a new year, is it time to organize a bit differently? Often the start of a year brings new budgets, changes in roles, and other opportunities for a fresh start. Take a look at your team with a critical eye. Is it time to organize things in a new way? Do you have the right skill sets working in the right roles? Is there a way to change things up and possibly be more effective?

Make the most of every day – Did you make any New Year’s Resolutions for your project? Perhaps it is time to start some new habits. For example, agile projects often start each day with a quick meeting to discuss each person’s plan for the day and make sure everyone is on target. Would that work for your team? If not, is there something else that would?

Manage conflict – The beginning of a year is a great time to make sure that any disagreements or serious conflicts have been resolved. People really are more receptive to change at this time of you so take advantage of the opportunity. Don’t let it slip away!

To simplify the way you work, take a fresh look at your projects, communication techniques and operational work. The beginning of a year is a perfect time to start fresh. The changes don’t need to be big to have a big impact. For helpful tips on managing your resources read Managing Resources without Losing Your Mind.

QuantumPM is a Microsoft Gold Partner specializing in project, program, and portfolio management products and services

]]>http://www.quantumpm.com/2015/01/06/simplify-way-work/feed/0Managing Resources without Losing Your Mindhttp://www.quantumpm.com/2014/12/18/managing-resources-without-losing-mind/
http://www.quantumpm.com/2014/12/18/managing-resources-without-losing-mind/#commentsThu, 18 Dec 2014 22:09:50 +0000http://www.quantumpm.com/?p=5197In our consulting practice, we see many organizations with tons of project work to do and a great deal of frustration that the work takes longer to get started and completed than initially predicted. The immediate explanations usually sound something like: the resources weren’t available when they were supposed to be or the resources assigned…

]]>In our consulting practice, we see many organizations with tons of project work to do and a great deal of frustration that the work takes longer to get started and completed than initially predicted. The immediate explanations usually sound something like:

the resources weren’t available when they were supposed to be or

the resources assigned didn’t have the skills or

there aren’t enough resources to get the work done or

… (you get the picture).

While each of these explanations may be true, it doesn’t help very much. The level of churn will continue and the loss of productivity can become destructive and demoralizing until the problem is solved. This isn’t because people aren’t trying to solve the problem, it’s just a hard problem to solve and the solution isn’t always obvious. Without a clear image of the work ahead (project and operational work), a true understanding of resource availability (resources with the right skill sets), and clear priorities, it’s difficult to solve.

In a perfect world, project work would flow smoothly along the productivity river perfectly blending with everyday operational work. Never would your key resources get log jammed with too much work or distractions. Projects would never be at risk of capsizing because of the lack of availability of specific resources. Project work would always arrive in port at the exact time you planned for its completion. Yeah right.

Since we live in a work world that sometimes looks more like the Santa Monica freeway at rush hour than it does the Lazy River ride at Disney World, thoughtful resource management practices are a critical skill. We find it is helpful to isolate the building blocks for successful resource management into the following four:

Resource Pool – Identify your resources by name and also by a generic set of terms that are important to your business such as skill set, language skills, location, etc. It is useful if you can identify a primary skill type and also secondary skills so you can look at options when resource overloads occur. One of the major problems we see is excessive demand for a subset of key resources. If this is the case, it becomes a throttling issue that can delay or prevent other resources from getting their own assignments done. Secondary skill tracking can help if some of the work load for those key resources can be performed by others.

Project Prioritization – Every organization has operational work that must continue and some set of projects that are underway. Make sure you identify each one (resources needed, timing, expected, end date for projects, etc.) and then take a look at the proposed set of projects and select the projects that are most critical.

Resource Requirements – What types of resources do you need for the current project and operational work? This blog is primarily concerned with human resources but many organizations also need to think about specialty equipment and materials that are critical to getting work done. Identify the needs by skill set, resource type, and any special qualities that are required (language skills, experience levels, etc.) Be realistic here – there is an optimal amount of work possible in any given day and it takes time to transition between things. If you expect each 8 hour work take to result in a full 8 hours of productivity, you will most likely be disappointed.

Resource Forecast – What are the expectations for taking on new projects? When you forecast the future, decide first on the planning horizon. How far in the future can you reasonably predict with accuracy? Many organizations find that they can predict at a somewhat detailed level for 3-6 months in the future and then at a higher level beyond that timeframe. There are many variables at play here based on the type of work you perform and the nature of that work. Pick a reasonable horizon and then set a schedule for regular reviews to see how accurately you predict.

Bring it all together. Although you can do all of this work manually, an Enterprise PPM tool, such as Microsoft Project Server or Project Online, is the easiest way to move forward. The software can keep track of your resources, skills, availability, and workloads. It will be a great asset to help you to identify and manage potential issues, such as over allocation or choke points, before it becomes a major issue. However, any project management system can only go so far. The purpose is to collect data, it’s up to the resource manager to know what to do with it. The system can support you but it can’t do your analysis. As the resource manager, you know your people more than any software.

A few key reminders:

Because it’s your key resources that are usually stretched too thin, knowing the skill sets of employees and consultants is critical to eliminating choke points. If one person is working multiple different projects, the chance for mistakes increases. Productivity is lost because of the time involved in transitioning between projects, not to mention the under-utilized staff waiting for tasks to be turned over to them. The best plan is to predict these challenges and avert them by limiting the number of project assignments for each resource. Match tasks within a project to employees with appropriate skill sets and delegate to keep the key resources from being overloaded.

It’s also important to account for the non-project work that must be done. Operational work, trudging through emails, enduring multiple meetings and other fun stuff may consume much more time than you expect. It is critically important for project managers to understand the true amount of dedicated time a resource will be available for the project. There are several techniques available to manage resource assignments including % allocation, adjusting the time allotted for work each day, and tracking all work (project and non-project) within a PPM system. The key here is to not make things too complicated. If your employees are spending more time tracking than doing the work, well that’s a big problem. Keeping it simple gets it done.

Similarly, if you are one of those detail oriented people, you might be tempted to plan your resources too far in advance. There are simply too many unforeseen challenges around the river bend for you to plan for. Instead, try using a generic resource name. Then as the work gets closer you can swap out the generic for an actual person based on availability.

Effectively managing resources can be rough waters to navigate. But applying a few of these best practices can keep the ship on course and not leave you up a creek without a paddle. For more helpful information on keeping your data accurate read How Good is the Data You Use to Make Important Decisions?

]]>http://www.quantumpm.com/2014/12/18/managing-resources-without-losing-mind/feed/04 Ways Poor Project Management is Like a Disappointing Trip to the Beachhttp://www.quantumpm.com/2014/11/11/4-ways-poor-project-management-like-disappointing-trip-beach/
http://www.quantumpm.com/2014/11/11/4-ways-poor-project-management-like-disappointing-trip-beach/#commentsTue, 11 Nov 2014 17:15:59 +0000http://www.quantumpm.com/?p=5180Poor Project management leads to taking on more than you can handle and drowning in costs, wasted effort and time. Where I live, the summer weather has come and gone, the leaves have changed color and are already falling off the trees. However my husband and I have started planning for our anniversary trip to…

Poor Project management leads to taking on more than you can handle and drowning in costs, wasted effort and time.

Where I live, the summer weather has come and gone, the leaves have changed color and are already falling off the trees. However my husband and I have started planning for our anniversary trip to Hawaii next year, and so at the moment I’ve got the sand and waves on my mind. All of the islands sound lovely, so while deciding which island to visit, we first tried to narrow the list by eliminating those that might disappoint us the most. Because I’m an IT Consultant, I always have project management on my mind as well, and soon I found myself thinking about all the parallels between a disappointing trip to the beach and a poorly managed project. Here are my top four.

Choosing the Wrong Beach

The very first thing that came out of my husband’s mouth was “It doesn’t matter which island.” Initially, I was in agreement with him. I mean, a beach is a beach, right? With the right attitude one could enjoy themselves at any beach. But then I started thinking about why we wanted to go. Did we want to see museums and local monuments or just the sand and sun? Have nearby bustling city life or just quiet, nature life? Would any beach really do, or did we really want one with nearby cookouts and hiking trails with beautiful waterfalls? Once we established our wants, choosing the island became much easier.

When choosing a project to start it is important to identify leadership’s goals and objectives to assess whether or not this project aligns with them. Not every initiative that sounds like a great idea will make sense for your organization. Perhaps there is another potential initiative in the pipeline that may make a bigger positive impact instead.

Failing to Check the Weather First

When planning a trip to the beach, one of the first things you might want to do is check the weather before you head out. No matter how clear and sunny it is at the moment, you still want to know what the meteorologists predict the day’s chance of rain will be. You can use this information to decide if you will pack an umbrella or poncho, or choose another day altogether to hit the waves.

Not knowing what the potential risks to your project are – and failing to have a mitigation plan – is a lot like going to the beach without checking the weather. Sure you could do it, and everything just might turn out fine. But you could also get hit with a torrential storm in the middle of the afternoon, have your sandcastle washed away, have your game of volleyball cut short, or find yourself drenched and shivering. It’s a very good idea to put some foresight into predicting the things that could potentially go wrong and figure out early on how you will avoid or manage them. Otherwise you run the risk of you and your team wasting money, time and effort.

Not Packing a Towel

I can’t think of a more miserable beach experience than arriving without a towel to dry off with, something to sit or lay down on, sunglasses and sunscreen lotion to protect the eyes and skin, and something to wear when leaving. Not packing all the items you will need to make your visit to a hot, wet and sandy locale will leave you uncomfortable and reduce your chances of having a good time.

Sounds familiar? Failing to secure all of the human, material and cost resources you will need for a project you’re engaging could also leave you in an uncomfortable state of avoidable complexity, and a reduced chance of meeting your goals on schedule. There are tools you can utilize to help you better estimate just how much time, money and effort will be required to complete all of your tasks.

Going Out Too Far

Swimming in a lake or ocean is a feasible (and fun!) goal. However, these are large bodies of water, and the amount of depth and strength of the current can vary greatly from perfectly safe to truly perilous. If you’re not mindful to set a mental boundary of how far you’re safe to go before you dive in, you could potentially find yourself not only very far away from the beach, but unable to make it back. If you wait until you are already immersed in the water to try to determine your limitation, you may be waiting too late. You could find yourself already near drowning by the time you realize you’ve gone in over your head.

The same can be said for Project Management. Diving head first into a business initiative without first determining the goals, budget, and what’s in versus out of scope, can be a lot like swimming out into the ocean with abandon. You run the risk of taking on more than you can handle and drowning in costs and floundering against the tidal wave of effort and time required. For more information on project management read Top 3 Things You Need to Simplify Project Management

]]>http://www.quantumpm.com/2014/11/11/4-ways-poor-project-management-like-disappointing-trip-beach/feed/07 Benefits of Project Management Standardizationhttp://www.quantumpm.com/2014/10/21/7-benefits-project-management-standardization/
http://www.quantumpm.com/2014/10/21/7-benefits-project-management-standardization/#commentsTue, 21 Oct 2014 15:24:03 +0000http://www.quantumpm.com/?p=5152Can your PMO benefit from good project management standardization? Do the majority of the projects in your organization finish right on schedule? Was the original estimation of how much money and/or resources would be required accurate? When the opportunity for a new project or customer engagement comes up, do you have a reliable method of…

Can your PMO benefit from good project management standardization?

Do the majority of the projects in your organization finish right on schedule? Was the original estimation of how much money and/or resources would be required accurate? When the opportunity for a new project or customer engagement comes up, do you have a reliable method of determining how much time, money and effort will be needed to complete it? If not you could benefit from Project Management Standardization.

For many organizations, the answer to all of these questions is usually “no”. An estimated 70% of projects fail to achieve targets, many times without a clear understanding of why. Many organizations have teams and project managers that operate with independent approaches, with several people redundantly trying to solve the same problems, often without being aware of it. Hours are spent recreating project plans and processes that someone else has defined before.

But it doesn’t have to be this way. Project Management is the planning, leading and execution of the activity required to deliver a product or service, or to achieve a result. There are many ways to apply it, but to do it effectively requires skill, experience and proven techniques. Good project management processes provide a framework for new projects based on what has succeeded (and lessons learned from what has not been quite so successful) before. It is also flexible enough to allow for necessary modifications to address the uniqueness of each project and/or customer being served without necessarily requiring a brand new process each time.

Here are some of the benefits of defining, deploying and enforcing project management standards in your business:

Reliability. Excellency in project management can greatly reduce the errors in planning and execution. Because you review, analyze and improve your processes as needed, you are ensuring that your teams are armed with the best strategy available at the time, and leverage tried and true best practices and lessons already learned.

Consistency. Once outstanding methods and procedures have been identified and tailored to fit your individual business environment, they can be made into standard project management processes that all project teams in your organization can adapt for more consistent results. Consistent tasks and methods make it easy to work with team members when everyone knows what to expect.

Reusability / Repeatability. Prevent reinvention of the wheel every time a similar initiative comes around. Set the groundwork with templates for schedules, risks, issues and status updates that can be reused to obtain repeatable results. Take away time wasted on figuring out what needs to be done so the concentration can be made on how to achieve the unique requirements of the project with the right adjustments.

Efficiency. The value of reuse is that less time is spent figuring out what steps are required, which order and/or method works best, or attempting to create project schedules and presentation materials from scratch on each project. A good, standard process will make record of what worked before, and what didn’t, what went wrong and how it was resolved. It will function like a roadmap for a project team to follow from start to finish, with highlights for where the speed bumps and traffic jams are, because the path has been navigated before.

Pedictability. By improving your understanding of the work to be done and the pitfalls that could be encountered and how to avoid them, you improve your ability to estimate how long it will take. Also, if all projects have a plan being effectively managed, you will have the means to develop the tools to tell when your resources are going to be available to work on other initiatives that are waiting in the pipeline.

Relatability. When the entire organization is using the same process and methods, most everyone at all levels will understand what you’re doing. Because you’re all “speaking the same language” you can communicate status with stakeholders and cross-functional team members more effectively.

Competitive Edge. Customer Satisfaction. Once you have consistent results, you can much more accurately predict how long and for what cost a project is going to take. Delivering consistent, predictable results over and over, when you say you’re going to deliver them, and on budget, will let your customers and stakeholders know they can depend on you.

]]>http://www.quantumpm.com/2014/10/21/7-benefits-project-management-standardization/feed/0How Good is the Data You Use to Make Important Decisions?http://www.quantumpm.com/2014/10/09/how-good-is-the-data-you-use/
http://www.quantumpm.com/2014/10/09/how-good-is-the-data-you-use/#commentsThu, 09 Oct 2014 15:23:39 +0000http://www.quantumpm.com/?p=5123Have you given much thought to the quality of the data you use to make decisions for your company? If the data isn’t accurate you are likely to draw the wrong conclusion. How can you be sure that the hours reported for a specific project are accurate? You might decide to commit more resources to…

]]>Have you given much thought to the quality of the data you use to make decisions for your company? If the data isn’t accurate you are likely to draw the wrong conclusion. How can you be sure that the hours reported for a specific project are accurate? You might decide to commit more resources to an already well-staffed project, simply because several people haven’t submitted time cards. How good is the data you use? Incomplete data is corrupt data.

Nipping it in the bud

Most would agree that correcting the issue as close to its origin is ideal. Even a small deviation can snowball into a real problem the longer it permeates the system. For example, let’s look at those late time sheets again. In the weekly report the labor numbers are off, a small problem. However if it’s not quickly corrected revenue is effected because hours that aren’t reported can’t be billed. Now it’s a bigger problem. Ultimately these types of errors can mean the quarterly report to investors might not be accurate. Now it’s a really big problem.

But we’re only human

Human error is a major factor in data discrepancies. Catching the errors early requires diligent monitoring. Most companies try to minimize human error by training and re-training employees for compliance. Medium to large companies look for errors on the back end where only sizable inconsistencies are detected. Companies that can afford audit teams to spot check the data have the best results, but these audits are costly and again, are subject to human error. In addition, executives don’t have the time to read every report or review data. They frequently depend on a trusted manager to extrapolate out the important data and report negative information. The resulting report is very subjective to that manager’s interpretation. If the manager leaves the company, the organization must start over with a new manager and a new bias toward the analysis.

Obviously, monitoring a system manually is labor-intensive so it is very difficult to accomplish unless the amount of data and number of systems is very small.

So what’s the answer?

We’ve identified 3 methods to quality data:

As with any system, the best way to improve quality is to catch the errors and eliminate them as close to their source as possible. If employees haven’t submitted their timesheets, why not setup a system to remind them and let their bosses know what’s missing? You will see faster results, and better results, when the corrective action is closest to the people who can fix the problem.

Reduce the number of systems involved to the minimum. A single data stream is ideal. Many different systems generating independent reports is a recipe for disaster. If a company uses a separate software for time sheet management and project management, hours reported on the project may not sync with the time sheets. Feeding the information from the unique systems to a program that aggregates the information and checks for discrepancies is optimal.

Minimizing human interpretation is also key. Data that looks quantitative may actually be subjective, dependent on the preparer. If the data that is provided to auditors or managers is directly from the system and only shows the exceptions, the results will be more accurate and timely.

In a perfect world all data would be void of human interpretation and error. It would be collected from a single data system, or from systems that worked together. The best of all situations would be a program that merges multiple systems, sorts out redundancies and discrepancies, and also generates reports from the data. Only then can companies make determinations driven from quantitative data they can trust. Imagine never making a decision blind again. For more useful information on managing project read

]]>http://www.quantumpm.com/2014/10/09/how-good-is-the-data-you-use/feed/0Top 3 Things You Need to do to Simplify Project Management – (hint, It’s not all about the tools)http://www.quantumpm.com/2014/09/24/top-3-things-need-simplify-project-management-hint-tools/
http://www.quantumpm.com/2014/09/24/top-3-things-need-simplify-project-management-hint-tools/#commentsWed, 24 Sep 2014 15:07:07 +0000http://www.quantumpm.com/?p=5037Top 3 things you need to do to simplify Project Management – It’s not all about the tools. Laurie’s Thoughts: Are things spinning out of control in your work place? Is there so much going on you don’t know how to focus your team to move a project forward? I’ve found that having the latest…

]]>Top 3 things you need to do to simplify Project Management – It’s not all about the tools.

Laurie’s Thoughts:
Are things spinning out of control in your work place? Is there so much going on you don’t know how to focus your team to move a project forward? I’ve found that having the latest and greatest project management tool isn’t the key to making you or your project successful. You need to understand how to simplify project management and you need to have the right soft skills to connect with your team.

I’ve sat in numerous meetings recently where I thought a clear goal had been defined but soon realized that not everyone in the room shared that goal; their priorities had changed. We have a lot of innovative thinkers in our company and sometimes that makes managing projects challenging. I’ve had many discussions with Rose on how to lead this group, and over time have learned some tried and true tips that have helped get things back on track.

1. Communication is key. Clear, consistent and over the top communication. And I’m talking face to face communication. Not just an email reminder. I know that’s not always possible but it’s amazing how eye contact and facial expressions can clarify an understanding between two or more people. I realize this isn’t the main way to communicate in this day and age. However, when you communicate, whether you’re sending emails, catching people at their desks, sitting in a meeting, or communicating on a social network or video meeting, you must work hard to ensure your team is on the same page.
2. Make the project goal crystal clear. If you don’t know where you’re going, how are you going to get there? And, more importantly, how will you get your team there? Write the goal down, let your team ask questions, make sure everyone understands what you’re trying to accomplish. Then, determine how you’re going to get there by identifying the tasks to be done, who’s responsible and when it needs to be done. If you’re all heading down the same road, you’ll get there faster and with fewer bumps along the way.
3. Accountability is a must. Set up consistent project meetings and set clear expectations for providing status on the project. Everyone has a lot to do, and you can help your team get things done by clearly defining the priorities and processes they need to follow for reporting status. Consistently held, project meetings with open team communication, will help move a team forward, build trust, identify risks and road blocks, and help you meet your project goals.

I’m not saying all of this is easy. As a matter of fact, it can be pretty challenging, but these simple guidelines have made a difference for my projects.

Rose’s Thoughts:
I agree 100% with what Laurie has said here. Even a company like ours that prides itself on simplified project management has trouble staying focused. As in most organizations, we are comprised of multiple personality types and it can be challenging for Laurie to keep us all on task.

To re-emphasize what she said, there is no tool on earth that will guarantee your success. Tools can highlight problem areas and resource challenges but it takes a skilled PM to navigate through the issues and keep the project on track. Here are a few additional thoughts on Laurie’s “Top 3:”

1. Communication – Virtual teams can be a tricky challenge since face-to-face conversations are difficult. Make sure you plan some time for in-person meetings or at a minimum, schedule video calls to talk through tough topics. Try to avoid managing problems with email; while convenient tone can be easily misinterpreted. The extra effort that it takes to make a phone call or walk down the hall will be well worth it.
2. Goals (and competing goals) – This is one of the biggest problems a resource-constrained organization typically runs into. If there is more work to be done than there is time and resources to fulfill, projects will compete for attention. To further complicate this, key resources often have assignments on 5, 10, or more projects. This results in a phenomenon where the resource spends more time switching between work efforts than actually producing work and all of the projects suffer delays. Sound familiar? Take a look at your company’s resource allocation across projects. If your project’s resources can’t devote focused time to meet the project’s goals, you will need to make some changes.
3. Accountability – Each individual team member needs to understand his or her specific responsibilities and commit to meeting the dates. This means the entire team must not only understand the assignments, they must work with the PM to develop the schedule. You can dictate whatever you like but if you don’t have commitment, it isn’t going to work.

Can tools help? Absolutely, they can help us understand the projects and priorities, the resource commitments and the roadblocks. But, they can’t solve the problems. That takes a team, led by a good project manager.